Co-managing international crises: judgments and justifications
Material type:
TextPublication details: New York Cambridge University Press 2019 Description: xiii, 334 pISBN: 9781108733762Subject(s): European Union countries | Diplomatic relations | Conflict management--International cooperation | Diplomatic negotiations in international disputesDDC classification: 327.17 Summary: Markus Kornprobst examines the common assumption that states usually respond to crises individually, rather than together. He develops an innovative approach to analyse how crisis co-management comes to succeed or fail. He argues that actors draw from repertoires of taken-for-granted ideas, forming a set of pre-judgments. These are then revisited in justificatory encounters, making various degrees of co-management possible or impossible. This judging and justifying in turn leaves an impression on repertoires put to use for co-managing the next crisis. The author uses this model to analyse the attempts by France, Germany and the United Kingdom to co-manage the crises in Bosnia, Kosovo, Afghanistan and Iraq. He links individual reasoning and communication, paving the way for further research into crisis co-management, and providing novel insights into European attempts to act in international affairs.
Introduces the concept of crisis co-management
Develops an innovative theoretical framework
Includes in-depth empirical research
| Item type | Current library | Collection | Call number | Copy number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|---|
Book
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Indian Institute of Management LRC General Stacks | Public Policy & General Management | 327.17 KOR (Browse shelf(Opens below)) | 1 | Available | 002463 |
Table of Contents
Introduction
1. Judgments and justifications
2. Constellation
3. Bosnia and Herzegovina
4. Kosovo
5. Afghanistan
6. Iraq
Conclusion.
Markus Kornprobst examines the common assumption that states usually respond to crises individually, rather than together. He develops an innovative approach to analyse how crisis co-management comes to succeed or fail. He argues that actors draw from repertoires of taken-for-granted ideas, forming a set of pre-judgments. These are then revisited in justificatory encounters, making various degrees of co-management possible or impossible. This judging and justifying in turn leaves an impression on repertoires put to use for co-managing the next crisis. The author uses this model to analyse the attempts by France, Germany and the United Kingdom to co-manage the crises in Bosnia, Kosovo, Afghanistan and Iraq. He links individual reasoning and communication, paving the way for further research into crisis co-management, and providing novel insights into European attempts to act in international affairs.
Introduces the concept of crisis co-management
Develops an innovative theoretical framework
Includes in-depth empirical research
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